Eric Verzuh

The Fast Forward MBA in Project Management

• Gebundenes Buch

Produktbeschreibung

An updated and revised edition of a bestselling guide to project management
The first edition of The Fast Forward MBA in Project Management sold over 100,000 copies and has been widely adopted in university courses and corporate training programs around the world. The book teaches the basic methods for defining, planning, and tracking a project, as well as techniques for leading and building strong project teams.
This new edition includes:
? Downloadable, customizable project management forms
? Study aids for passing the popular Project Management Professional certification exam
? Guidelines for building high-performance project teams
? New examples of project management at work in the 21st century
Eric Verzuh (Seattle, WA) is certified by the Project Management Institute and is President of The Versatile Company, which delivers project management training and consulting services to such companies as Adobe Systems, Inc., GE, Lockheed Martin, Nordstrom, and the United States Postal Service. He is also the author of The Portable MBA in Project Management (0-471-26899-2), from Wiley.

Produktdetails

• Verlag: John Wiley & Sons
• 2nd edition
• Englisch
• ISBN-13: 9780471692843
• ISBN-10: 0471692840
• Artikelnr.: 13480833

Autorenporträt

ERIC VERZUH is President of The Versatile Company, which provides project management training and consulting to such major corporations as Lockheed Martin, Microsoft, Nordstrom, Adobe Systems, Inc., and the U.S. Postal Service.

Inhaltsangabe

- Preface.

Part 1: INTRODUCTION.
Chapter 1. Project Management in a Changing World.
Chapter 2. The Project Environment.

Part 2: DEFINING THE PROJECT.
Chapter 3. Project Stakeholders.
Chapter 4. Making the Rules.

Part 3: THE PLANNING PROCESS.
Chapter 5. Risk Management.
Chapter 6. Work Breakdown Structure.
Chapter 7. Realistic Scheduling.
Chapter 8. The Dynamics of Accurate Estimating.
Chapter 9. Balancing the Project.

Part 4: CONTROLLING THE PROJECT.
Chapter 10. Building a High-Performance Project Team.
Chapter 11. Communication.
Chapter 12. Measuring Progress.

Part 5: PUTTING THE DISCIPLINE TO WORK.
Chapter 13. Enterprise Project Management.
Chapter 14. Application is the Art: Solving Common Project Problems.
- Appendix: The Detailed Planning Model.
- Notes.
- Index.

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List of Figures and Tables Acknowledgments About the Author Preface
Downloadable Forms Part 1: Introduction Chapter 1: Project Management: A
Platform for Innovation Introduction Project Management Is Keeping Pace
with Global Change Project Management Is an Essential Leadership Skillset
Successful Projects Deliver Value The Art and Science of Project Leadership
A Practical Checklist for Successful Projects: How This Book Will Help You
Beyond the Book: Tools for Application and Continuous Learning Project
Management Relies on Other Disciplines End Point Stellar Performer:
OrthoSpot Stellar Performer: PM4NGOs Chapter 2: Foundation Principles of
Project Management Introduction Projects Require Project Management The
Challenge of Managing Projects The Evolution of a Discipline The Definition
of Success Project Management Functions Project Life Cycle Organizing for
Projects End Point Stellar Performer: Seattle Children's Hospital and
Regional Medical Center Chapter 3: Build GREAT Products: Lessons from
Agile, Lean Start-Up, and Stage-Gate Introduction Defining Value: A New
Lens for Judging Projects Informs the Development Process Leverage a
Consistent Product Development Process Best Practices for Capturing
Requirements Are Integrated into a Product Development Process A
Development Process Is Not Project Management Innovation Projects
Experiment to Discover Desirability and Viability End Point Stellar
Performer: The Lean Startup Innovation Movement Stellar Performer: The
Agile Approach to Software Development Stellar Performer: The Stage-Gate
System for New-Product Development Part 2: Defining the Project Chapter 4:
Project Initiation: Turning a Problem or Opportunity into a Project
Introduction Project Initiation's Place in the Project Life Cycle A
Proposal Defines the Future Business Value Managing Requirements Is Tightly
Linked to Project Initiation Common Principles for Project Initiation Basic
Project Proposal Content Designing a Realistic Initiation Process End Point
Stellar Performer: The Logical Framework Approach Chapter 5: Know Your Key
Stakeholders and Win Their Cooperation Introduction Stakeholder Focus
Throughout the Life of the Project Stakeholder Management Is Risk
Management for People Stakeholder Roles: Project Manager Stakeholder Roles:
Project Team Stakeholder Roles: Management Stakeholder Roles: The Customer
Affected Stakeholders Can Make Crucial Contributions Engage Affected
Stakeholders Lead the Stakeholders End Point Fast Foundation in Project
Management Chapter 6: Write the Rules: Key Documents to Manage Expectations
and Define Success Introduction Project Rules Are the Foundation Publish a
Project Charter Write a Statement of Work Statement of Work: Minimum
Content Responsibility Matrix The Project Proposal Launches the Project End
Point Fast Foundation in Project Management Part 3: The Planning Process
Chapter 7: Risk Management: Minimize the Threats to Your Project
Introduction The Risk Management Advantage All Project Management Is Risk
Management The Risk Management Framework Step One: Identify the Risks Step
Two: Analyze and Prioritize the Risks Step Three: Develop Response Plans
Step Four: Establish Contingency and Reserve Step Five: Continuous Risk
Management Unexpected Leadership End Point Fast Foundation in Project
Management Chapter 8: Work Breakdown Structure: Break Your Project into
Manageable Units of Work Introduction Defining the Work Breakdown Structure
Building a Work Breakdown Structure Criteria for a Successful Work
Breakdown Structure Work Package Size Planning for Quality Breaking Down
Large Programs Contractors or Vendors Can Provide a WBS End Point Chapter
9: Realistic Scheduling Introduction Planning Overview Planning Step Two:
Identify Task Relationships Planning Step Three: Estimate Work Packages
Planning Step Four: Calculate an Initial Schedule Planning Step Five:
Assign and Level Resources Small Projects Need Smaller Plans End Point Fast
Foundation in Project Management Chapter 10: Managing Agile Development
with Scrum Introduction Scrum Is a Framework Managing the Product Backlog
Make the Plan Visible: Task Boards and Burndown Charts Key Factors for
Scrum to Be Effective End Point Chapter 11: The Art and Science of Accurate
Estimating Introduction Estimating Fundamentals Estimating Techniques
Building the Detailed Budget Estimate Generating the Cash Flow Schedule End
Point Fast Foundation in Project Management Stellar Performer: Tynet, Inc.
Stellar Performer: Adobe Systems Chapter 12: Balancing the Trade-Off among
Cost, Schedule, and Quality Introduction Three Levels of Balancing a
Project Balancing at the Project Level Balancing at the Business Case Level
Balancing at the Enterprise Level End Point Stellar Performer: Safeco Field
Stellar Performer: Boeing 767-400ER Program Part 4: Controlling the Project
Chapter 13: Building a High-Performance Project Team Introduction A
Framework for Building High-Performance Teams Leadership Responsibilities
Building a Positive Team Environment Ground Rules Team Identity Team
Listening Skills Meeting Management Summary of Building a Positive Team
Environment Collaborative Problem Solving Problem Analysis Decision Modes
Conflict Management Continuous Learning Summary of Collaborative Problem
Solving Job Satisfaction End Point Stellar Performer: Habitat for Humanity
Chapter 14: Clear Communication Among Project Stakeholders Introduction
Embrace Your Role as a Leader Creating a Communication Plan Change
Management: Promote Behavior Change in Affected Stakeholders Communicating
Within the Project Team Closeout Reporting End Point Chapter 15: Control
Scope to Deliver Value Introduction The Change Control Process
Configuration Management Change Control Is Essential for Managing
Expectations End Point Fast Foundation in Project Management Chapter 16:
Measuring Progress Introduction Measuring Schedule Performance Measuring
Cost Performance Earned Value Reporting Cost and Schedule Baselines End
Point Chapter 17: Solving Common Project Problems Introduction
Responsibility Beyond Your Authority Disaster Recovery Reducing the Time to
Market When the Customer Delays the Project The Impossible Dream Fighting
Fires Managing Volunteers Achieving the Five Project Success Factors End
Point Part 5: Advancing Your Practice of Project Management Chapter 18:
Enterprise Project Management: Coordinate All Projects and Project
Resources in Your Organization Introduction Defining Enterprise Project
Management Three Tiers of Management Within EPM The Four Components of EPM
Establish Consistent EPM Processes Technology Enables EPM Processes The
People Who Deliver Projects Support Project Management: The Project Office
End Point Bill & Melinda Gates Foundation Enterprise Project Management
Office Chapter 19: Requirements Engineering: The Key to Building the Right
Product James Rivera and Eric Verzuh Introduction Requirements Engineering
and Project Management Are Intimately Connected Requirement Types
Illustrate the Evolving Product Vision Requirements Engineering Scope and
Processes Requirements Development Activities Requirements Management
Activities Requirements Documentation Techniques Requirements Engineering
Demands Discipline End Point Chapter 20: Project Portfolio Management:
Align Project Resources with Business Strategy Ralph Kliem and Eric Verzuh
Introduction The Scope and Goals of the Portfolio Stakeholders: Roles in
Project Portfolio Management PPM Information Supports Decisions Project
Selection and Prioritization Ongoing Portfolio Management Monitor the
Results of Projects and the Portfolio Culture Change End Point Chapter 21:
PMP Exam Preparation Tony Johnson Introduction Requirements to Earn the PMP
Top 10 Study Tips for the PMP Exam End Point Chapter 22: Microsoft Project:
Guidelines for Effective Use Introduction Project Management Software
Supports the Discipline Looking Under the Hood: The Design of Project Set
Up the Project First Follow the Planning Model in This Book Task Types: Fix
the Duration, Work, or Resource Level Assigning Resources to a Project
Resource Leveling Your Schedule Maintaining the Plan Throughout the Project
Communicating with Your Team and Management Project Server and Project Web
App End Point Appendix: The Detailed Planning Model Notes Index